The English venture to India was entrusted to the (English) East India Company, which received its monopoly rights of trade in 1600. The company included a group of London merchants attracted by Eastern prospects, not comparable to the national character of the Dutch company. Its initial capital was less than one-tenth of the Dutch company’s. Its object, like that of the Dutch, was to trade in spices; and it was at first modestly organized on a single-voyage basis. These separate voyages, financed by groups of merchants within the company, were replaced in 1612 by terminable joint stocks, which covered operations over a term of years. Not until 1657 was a permanent joint stock established.

The company’s objective was the spices of the East Indies, and it went to India only for the secondary purpose of securing cottons for sale to the spice growers. The British East Indian venture met with determined Dutch opposition, culminating in the massacre at Amboina in 1623.

In India the English found the Portuguese enjoying Mughal recognition at the western Indian port of Surat. Portuguese command of the sea nullified the English embassy to the Mughal court in spite of its countenance by the emperor Jahāngīr. However, the English victory at Swally Hole in 1612 over the Portuguese, whose control of the pilgrim sea route to Mecca was resented by the Mughals, brought a dramatic change. The embassy of Sir Thomas Roe (1615–18) to the Mughal court secured an accord (in the form of a farmān, or grant of privileges) by which the English secured the right to trade and to establish factories in return for becoming the virtual naval auxiliaries of the empire. This success, with England’s exclusion from Indonesia by the Dutch in the same period, determined that India, not the Far East, should be the chief theatre of English activity in Asia.

There followed through the 17th century a period of peaceful trading through factories operating under Mughal grants. This held good for Surat and later for Hugli (1651) in Bengal. In the south the factory at Masulipatam (1611) was moved to the site of Madras (now Chennai), granted by a Hindu raja (1640); it shortly (1647) came under the control of the sultans of Golconda and thence passed to the Mughals in 1687. The only exception to this arrangement was the island port of Bombay (now Mumbai); although independently held, its trade was small because the Marathas, soon locked in combat with the Mughals, held the hinterland.

The trade the company developed differed radically from that of the Dutch. It was a trade in bulk instead of in highly priced luxury goods; the profits were a factor of volume rather than scarcity; it worked in competitive instead of monopolistic conditions; it depended upon political goodwill instead of intimidation. The English trade became more profitable than that of the Dutch, because the smaller area covered and the lack of armed forces necessary to enforce monopoly reduced overhead charges. But it encountered its own difficulties. The Indians would take little other than silver in exchange for their goods, and the export of bullion was anathema to the concept of mercantilism, then England’s reigning political economy. Lack of military power meant management of Asian governments instead of their coercion. Lack of home dominance meant compromise and hazard of fortune.

To solve the silver problem, the English developed a system of country trade not unlike that of the Dutch, the profits of which helped to pay for the annual investment of goods for England. Madras and Gujarat supplied cotton goods, and Gujarat supplied indigo as well; silk, sugar, and saltpetre (for gunpowder) came from Bengal, while there was a spice trade along the Malabar Coast from 1615 on a competitive basis with the Dutch and Portuguese. Opium was shipped to East Asia, where it later became the basis of the Anglo-Chinese tea trade. The merchants lived in factories (trading houses) or in a collegiate type of settlement where life was confined, colourful, and often short.

The company had many difficulties in England. There was mercantilist disapproval and mercantile jealousy of the company’s monopoly; moreover, government instability threatened the company’s privilege. King Charles I encouraged the rival Courteen Association (1635), and Oliver Cromwell allowed virtual free trade until 1657. Under the later Stuarts the company prospered, only to have its hopes dashed by a war in India and by the Whigs’ Glorious Revolution of 1688–89. The Whigs promoted a new company in 1698, which, however, failed to oust the old one after some years of struggle. In 1702 the government insisted on a merger, which was completed in 1708–09 under the name of the United Company of Merchants of England Trading to the East Indies. This was the body that 40 years later launched on the sea of Indian politics.

A way for rivals to harass the company, besides attacks on the export of bullion, was to limit the sale of cotton goods in England. In 1700 the sale of Asian silks and printed or dyed cottons was forbidden, but trade continued for reexport to continental Europe. After 1700 the company found a new profitable line in the Chinese tea trade, whose imports increased more than 40-fold by 1750.

In India the company suffered a serious setback when it resolved, under the inspiration of Sir Josiah Child, to resort to armed trade and to attack the Mughals. The emperor Aurangzeb was too strong, however, and the venture (1686–90) ended in disaster. Out of this fiasco came both the foundation of Calcutta (now Kolkata) by Job Charnock in 1690—a mudflat that had the advantage of a deep anchorage—and the age of fortified factories surrounded by satellite towns. These were the answers, with Mughal consent, to increasing Indian insecurity. The Madras factory was already fortified, and Fort William in Calcutta followed in 1696. The company thus had, with independent Bombay, three centres of Indian power.

For the next half century the company confined its relations with the Mughals, who had now spread to the deep south beyond Madras, to disputes over rights and terms of trade at local levels. Fresh privileges were obtained in Delhi, and these they were content to argue about rather than fight for. The factors were learning the art of Indian diplomacy as they had formerly to learn the arts of Indian commercial management.

The French had shown an interest in the East from the early years of the 16th century, but individual efforts had been checked by the Portuguese. The first viable French company, the French East India Company, was launched by the minister of finance Jean-Baptiste Colbert, with the support of Louis XIV, in 1664. After some false starts, the French company acquired Pondicherry (now Puducherry), 85 miles (137 km) south of Madras, from a local ruler in 1674. It obtained Chandernagore (now Chandannagar), 16 miles north of Calcutta, from the Mughal governor in 1690–92. At first the French initiatives suffered from the mixing of grandiose political and colonial schemes with those of trade, but, under the care of François Martin from 1674, the company turned increasingly to trade and began to prosper.

The progress of the settlements was interrupted by events in Europe. The Dutch captured Pondicherry in 1693 (seeWar of the Grand Alliance); when the French regained it under the Peace of Ryswick (1697), they gained the best fortifications in India but lost their trade. By 1706 the French enterprise seemed moribund. The company’s privileges were let to a group of Saint-Malo merchants from 1708–20. After 1720, however, came a dramatic change. The company was reconstituted, and over the next 20 years its trade was expanded, and new stations were opened. The Indian Ocean island of Mauritius was finally settled in 1721; Mahe in Malabar and Karaikal on the eastern coast were acquired in 1725 and 1739, respectively. Chandarnagar was revived. The French company remained under the close supervision of the government, which nominated the directors and, from 1733, guaranteed fixed dividends. In spite of the company’s growth and its fostering by government, its sales in Europe in 1740 were only about half those of England’s East India Company. Its trade was large enough to be worth seizing but not great enough to rival that of the English.

Other enterprises in India included a DanishEast India Company, which operated intermittently from 1616 from Tranquebar in southern India, acquiring Serampore (now Shrirampur) in Bengal in 1755, and the Ostend Company of Austrian Netherlands merchants from 1723, a serious rival until eliminated by diplomatic means in 1731. Efforts by Swedes and Prussians proved abortive.

The Anglo-French struggle, 1740–63

In 1740 India appeared to be relatively tranquil. In the north the Persian Nādir Shah’s invasion (1739) had proved to be only a large-scale raid. In the Deccan the Niẓām al-Mulk provided some measure of stability. In western India the Marathas were dominant. However, there was competition between Marathas, Mughals, and local rulers for political supremacy in the Deccan. There was a sense of impending change in the air; the Mughal emperor was sickly, the nizam was aged, and the Marathas were active and ambitious.

It was on this scene that events in Europe precipitated an Anglo-French struggle in India. The War of the Austrian Succession began with Frederick II of Prussia’s seizure of Silesia in 1740; France supported Prussia, and from 1742 England supported Austria. The stage thus set, the English decided that the French Indian trade was too powerful to be left alone; the neutrality of previous years was therefore abandoned. Both sides depended on sea power for success, but it was the French who moved first—with an improvised fleet from Mauritius, Bertrand-François Mahé, comte de La Bourdonnais, drove the British in alarm to Bengal and captured Madras after a week’s siege in September 1746. Quarrels between La Bourdonnais and the governor of Pondicherry, Joseph-François Dupleix, marred this unexpected success, but an English attack on Pondicherry was repelled. Then the Treaty of Aix-la-Chapelle (1748), which ended the war, returned Madras to the British in exchange for Cape Breton Island in North America.

It would thus appear that the status quo had been restored. In fact the situation had radically changed. Madras was now recognized as British by European treaty, and this was accepted by one of the rival Indian chiefs. The French had grown in prestige as skillful soldiers and in power by detachments of the French fleet left behind on La Bourdonnais’s departure. Above all, the astute Dupleix had seen the opportunity offered for exploiting the new French reputation in the confused politics of the region. For some years there had been a disputed succession to the governorship of Karnataka (the Carnatic), itself a dependency of the Niẓām al-Mulk of Hyderabad. The nizam had installed a new Carnatic nawab (deputy; from the Arabic nawwāb) in 1743, but the dispute smouldered on between the partisans of the two rival families, who looked impartially to Marathas, Mughals, and Europeans for help.

In 1748, on the morrow of Aix-la-Chapelle, an occasion for French interference occurred with the death of the aged Niẓām al-Mulk. There was a disputed succession between his second son and a grandson, Muẓaffar Jang. Dupleix, encouraged by his easy repulse of the Carnatic nawab from the walls of Madras, decided to support both Muẓaffar and the claimant to the Carnatic nawabship, Chanda Sahib. Dupleix’s reward for success would be the means of ruining the British trade in southern India and gaining an indefinite influence over the affairs of the whole Deccan. At first fortune favoured him. The Carnatic nawab was killed in the Battle of Ambur (1749), which demonstrated convincingly the superiority of European arms and methods of warfare. The threatening invasion of the new nizam (now a hereditary title), Nāṣir Jang, ended with the nizam’s murder in December 1750. French troops conducted Muẓaffar Jang toward Hyderabad; when Muẓaffar in turn was murdered three months later, the French succeeded in placing the late nizam’s third son, Ṣalābat Jang, on the Hyderabad throne. Thenceforward, in the person of the skillful Charles, marquis de Bussy-Castelnau, Dupleix had a kingmaker at the centre of Muslim power in the Deccan. (SeeCarnatic wars).

The British response to these dramatic successes was to support for the Carnatic nawabship the late nawab’s son, Muḥammad ʿAlī, who had taken refuge in the rock fortress of Trichinopoly (now Tiruchchirappalli). They had already interfered in the affairs of Tanjore (Thanjavur) and were no strangers to Indian politics. The French supported Chanda Sahib for the nawabship. There thus developed what was really a private war between the two companies.

Bussy-Castelnau was established at Hyderabad, with the revenues of the Northern Sarkars (six coastal districts) to support his army. In the south the French had only Muḥammad ʿAlī to remove. But from 1751 Dupleix’s star began to wane. Robert Clive (later 1st Baron Clive of Plassey), a discontented young British factor who had left the countinghouse for the field, seized the fort of Arcot, political capital of the Carnatic, with 210 men in August 1751. This daring stroke had the hoped-for effect of diverting half of Chanda Sahib’s army to its recovery. Clive’s successful 50-day defense permitted Muḥammad ʿAlī to procure allies from Tanjore and the Marathas. The French were worsted, and they were eventually forced to surrender in June 1752. Dupleix never recovered from this blow; he was superseded in August 1754 by the director Charles-Robert Godeheu, who made a not unfavourable settlement with the British.

The French gained but a brief respite; the Seven Years’ War in Europe, in which Britain and France were once more on opposite sides, broke out in 1756. Both sides sent armaments to the East. The first British force was diverted to Bengal, so that the French general Thomas-Arthur Lally had an advantage on his arrival in 1758. Lally was brave but headstrong and tactless; after taking Fort St. David, he lost time and credit marching to Tanjore, where he forfeited Indian sympathy by executing temple Brahmans. Then his attack on Madras (1758–59) miscarried, while Clive’s troops from Bengal defeated the French garrison of the Northern Sarkars. When Sir Eyre Coote arrived with reinforcements, the British defeated Lally decisively at the Battle of Wandiwash in January 1760. Bussy-Castelnau, who had been recalled from Hyderabad, was captured; and Lally retreated to Pondicherry, where, after an eight-month siege made tense by bitter recrimination, he surrendered in January 1761. The French threat to British power in India had come to a temporary close.

This defeat could be partly blamed on Lally, but there were also other, more vital causes. An overriding factor was the British command of the sea. Lally could get no allies for lack of money and no money for lack of supply from France. The British could supply Madras from both Britain and Bengal. The French company was under the control of the French government, and the company suffered from the vicissitudes of its politics.

European military superiority

The supremacy in Indian politics, which seemed to come so suddenly to the Europeans in India, also requires explanation. There was the matter of arms. The Mughals imported their cavalry tactics from Turkestan and their artillery from Turkey. Their firearms remained slow-firing and cumbersome, so that they were outclassed both in rate of fire and in range by the 18th-century European musket and the cannon landed from European fleets. In the face of charging Mughal cavalry, infantry armed with such faster and more accurate weapons could fire three times instead of once, thus destroying the traditional dominance held by heavy cavalry in Indian warfare. Moreover, beyond this technical advantage, the Europeans also had the advantage of discipline. Troops with loyalty guaranteed by regular pay were more than a match for the personal retinues or mercenary soldiers of the Indian chiefs, however brave the latter might be individually. A chronic problem with Indian armies at that time was the lack of means to pay them; campaigns would be diverted for collecting revenue for this purpose (when Europeans later trained Indians in the European manner, their advantage increased; discipline removed the uncertain factor of personal leadership, and regular pay removed the Indian general’s bugbear of mutiny). A further advantage was civil discipline; the European forces were directed by men themselves under discipline, who were without hereditary connections or ties to the local population (though to modern eyes European company men often seemed refractory or disloyal, by standards of India at that time they were regularity itself). Indian loyalty was to an individual leader who might be killed, to relatives who might back the wrong side in a conflict, and to governments that might (and often did, for various reasons) fail to pay their troops. On the Indian side, whatever the situation, someone was nearly always looking over his shoulder thinking of the chances of a change of leadership or a successful coup and what this might mean to him personally. Thus, the European possessed not only an expertise denied to the Indians but also a spirit of confidence, a tenacity, and a will to win that was rare in the Indian forces of the time.